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My Company - The level of engagement employees feel with their job and organisation
My Company is what we call an ‘output’ factor, it focuses on people’s ‘love’ and ‘pride’ in working for your organisation.
Now unfortunately you can’t directly make people feel these emotions, but when all of the other seven factors are doing well, people will be far more likely to experience that love and pride ultimately improving the My Company factor as a result.
At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.
At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.
At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.
To encourage strong relationships between staff members at EPCC at the University of Edinburgh, all staff attend a bi-annual away day that is designed to actively augment the sense of team membership.
In an effort to ensure employees feel rewarded and recognised for their efforts, additional pay increments or lump sum awards are given for exceptional performance. Bottles of champagne are also awarded to individuals at staff meetings and ‘Thanks' to teams or individuals by email or at group meetings.
Working hours and working practices are discussed regularly at line meetings within EPCC at the University of Edinburgh. Many employees also work from home one day a week particularly when they have a long commute to work. There is also a level of flexibility offered in terms of employees' core hours; if appointments need to be attended then the core hours can be amended to accommodate the individual.
Eildon hold the Healthy Working Lives Bronze Award and they are currently working towards Silver. Eildon appreciates the health and wellbeing of staff is important. There is free fruit in the staff room and various health initiatives are promoted through the monthly newsletter and displays on notice boards. Staff can choose to join an in-house staff walking group or book club.
Eildon acknowledge and praise for work well done in 121s or team meetings. The working conditions are good, remuneration is benchmarked above average, there is flexible working, there is a Final Salary Pension Scheme, a Westfield Health Cash Plan and subsidised Christmas Party for all staff.
Eildon acknowledge and praise for work well done in 121s or team meetings. The working conditions are good, remuneration is benchmarked above average, there is flexible working, there is a Final Salary Pension Scheme, a Westfield Health Cash Plan and subsidised Christmas Party for all staff.
Earthwatch give pubic recognition at mission meetings and there are thank you cards from Senior Management. They have a very robust intranet to share information, social events and photos. Recent achievements are communicated at the monthly mission meetings attended by all staff. Emails are sent by Heads of Department about departmental achievements with accolades to individuals who are highly accomplished.
As an environmental organisation, Earthwatch recognises that their day to day operation has an impact on the local, regional and global environments. They are committed to continuous improvements in their own performance and have development policies that enable them to put in place a strategy and process by which their efforts towards sustainable environmental improvements can be measured and monitored on an on-going basis.
Earthwatch Institute has a holiday party, summer picnic, going away parties and birthday celebrations. Senior Management can take out team members to dinner to celebrate recent successes.
There are live Q&A sessions through staff meetings and in service training events. Many managers work in open plan offices alongside employees and the CEO adopts this approach as well. There are regular updates by Senior Managers and the CEO via internal newsletters.
Dyslexia Action endeavour to recycle as many work materials as possible. They have an environmental policy which is published throughout the organisation. They increasingly use webinars as a meeting format, reducing the need for travel. They email and thereby have reduced their postage and paper use significantly. They ensure that all machinery is switched off at the end of working days.
Dyslexia Action endeavour to recycle as many work materials as possible. They have an environmental policy which is published throughout the organisation. They increasingly use webinars as a meeting format, reducing the need for travel. They email and thereby have reduced their postage and paper use significantly. They ensure that all machinery is switched off at the end of working days.
Through Contribution Management & PRS schemes, employees may receive amendments to their salaries. Contribution Management is based on two elements, performance against a set of objectives and market rate analysis (the organisation aims to reward employees within the upper quartile of the market figure). PRS - employees have the potential to receive bonuses quarterly depending on productivity and achieving standards.
Through Contribution Management & PRS schemes, employees may receive amendments to their salaries. Contribution Management is based on two elements, performance against a set of objectives and market rate analysis (the organisation aims to reward employees within the upper quartile of the market figure). PRS - employees have the potential to receive bonuses quarterly depending on productivity and achieving standards.
There are Hot Topic guidance sheets and information for managers, providing update on employment legislation and procedures. There is Delivery of training for managers on Attendance Management utlising the services of ACAS. There is a Leadership development programme, improving and enhancing leadership skills.
Health and wellbeing are given a high value and part of the Company's ethos. Westfield Health provides a higher level of access to health care and working with partners such as NHS helps provide information and support for employees e.g. Cancer awareness sessions. Staff have also been provided with free pedometers to encourage walking.
The GM motivates and supports employees from the top down and has drive, passion and enthusiasm for the organisation and its success. He encourages people to develop and reach their full potential, providing support and mentoring as appropriate. He has always encouraged an open door policy for all staff and although he operates at a highly strategic level, will still find time to work alongside frontline staff, particularly at busy times. This promotes a feeling of being valued and appreciated and staff feel the importance of their role is understood by top management.
Staff are able to vote for employees and a presentation ceremony is held at staff party and awards night. There is a night out for all staff to a restaurant. Attendance at Awards ceremonies e.g. Falme Award, Best Bar None Awards, Keepmoat Sports Awards etc.
The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.
The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.
The Council have proposals to introduce informal recognition advice and guidance to managers and formal recognition via annual awards. 25 and 40 years service are recognised with a gift, certificate, awards ceremony/dinner. 25 years receive £100 vouchers, 40 years receive £250 vouchers. As part of their plans for informal recognition, thank you cards are proposed.
The leadership have a scheduled 'walk about' and one member of SMT does 'walk about' every week and also visits staff workrooms for a chat. This is well known & welcomed by college staff. They are very open with staff and have been in the college for a long time. They are well respected.
Staff at Clydebank College receive rewards for their efforts in the form of staff awards, they also enter external awards to recognise their staff and the college. At all staff events they highlight good practice and positive feedback. They also have features in newsletters & internal communication.
The leadership have a scheduled 'walk about' and one member of SMT does 'walk about' every week and also visits staff workrooms for a chat. This is well known & welcomed by college staff. They are very open with staff and have been in the college for a long time. They are well respected.
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